Perceptyx

In a health system that had recently undergone a major merger, the Illinois division needed to demonstrate that its culture could not only absorb the organizational transition but actively strengthen through it. The anniversary survey, which captures teammate sentiment continuously across the employment lifecycle, provided the baseline data that made the gap visible and the improvement measurable.

Rather than treating the survey results as a static report, the Illinois leadership team assembled a cross-functional working group of leaders, frontline managers, HR partners, and engaged contributors from across the division to analyze the findings in detail. Their review of comments and ratings surfaced a consistent pattern: the teams with the highest engagement scores had leaders who practiced specific, repeatable behaviors that built trust, clarity, and connection.

The Illinois division reached target engagement. By the end of 2025, the division moved from threshold to target engagement levels, achieving the executive mandate within the one-year timeframe. All six anniversary survey questions showed improvement, with the majority gaining 2 or more percentage points of favorability. Psychological safety improved 5.1 points. The largest single-item gain was a 5.1-percentage-point increase in psychological safety, the survey dimension most directly connected to the Culture of Best Practices Program’s emphasis on two-way communication, respectful feedback, and leader openness. Two items now exceed the 75th percentile.…

In 2025, American Woodmark launched an always-on listening platform to capture feedback continuously across the employee lifecycle. For the first time in company history, the organization implemented new hire onboarding surveys at 15, 60, and 180 days, along with a voluntary exit survey. This expanded listening beyond engagement measurement and into the critical moments that shape the employee experience, providing a complete view of the journey from hire to exit.

Survey participation grew 23 points over three years. Response rates climbed steadily from 68.6% in 2022 to 84.0% in 2023, 87.1% in 2024, and 91.7% in 2025. For a manufacturing workforce where a significant portion of employees are on plant floors without regular computer access, this trajectory reflects genuine growth in trust that feedback leads to action. Engagement sustained above 80% across four years. Engagement scores held at 79.1% (2022), 80.6% (2023), 78.7% (2024), and 80.3% (2025). Maintaining this level of engagement while simultaneously expanding listening infrastructure, adding new survey touchpoints, and increasing leadership accountability reflects stability and maturity in the employee experience.…

Address the need for a more dynamic response to associate feedback, moving beyond a focus on numerical changes to establish a clearer link between feedback and action. Expedited the post-survey reporting process, delivering results to managers significantly faster by streamlining a hierarchical reporting system. Increased direct engagement with associates through more than 100 feedback sessions, including Town Halls and Speak Ups, focusing on decoding feedback and determining impactful actions. Introduced a weekly all-associate email and monthly Town Halls to report on strategic progress.…

Leadership Jumpstart addressed a different angle of the same survey feedback: while managers scored well on supporting development, the organization needed to equip supervisors with a shared leadership language, consistent practices, and the foundational skills to retain and develop their teams. By targeting supervisors as the front-line leadership layer, the program created consistency across a rapidly growing, geographically dispersed organization.

Border States’ four-person Learning and Development team reviewed the engagement survey data, met with internal leaders, frontline employee-owners, and external experts, and built two programs directly from the findings: the Emerging Leader Program and the Leadership Jumpstart for Supervisors Program.

26% of the first cohort promoted within five months. Five of 19 participants in the inaugural cohort were promoted within five months of completing the program, reflecting increased leadership readiness, confidence, and organizational visibility. For an employee-owned company targeting 75% internal fill rates for leadership roles, this early promotion rate demonstrates that the pipeline is producing results.

For Hall, the most urgent need at the beginning of Huntington’s relationship with Perceptyx was the ability to ensure that leaders had all the information needed to quickly act on the relevant insights. "Before Perceptyx, it was all about the results of the surveys, but that involved looking at the top of the organization as opposed to taking it down to the team level and emphasizing that each manager who receives team results can take the appropriate action. We would spend lots of time doing something at this macro level. The managers would eventually receive paper reports, but they didn’t do a lot with them.”

Matthew Hall , who now serves as Huntington's Business Management and Colleague Experience Director, understands how listening supports all parts of the organization's core values and mission. He has spent his entire career – nearly 37 years – with the company, a relationship that dates back to his sophomore year at Ohio State. Throughout his prior 6-year role as Director of Culture, Hall worked closely with Perceptyx to execute the firm’s listening strategy and drive world-class organizational outcomes.

Adapt to remote work, address DEI concerns, and maintain employee well-being during challenging times. Transition from a biennial engagement survey to a more nuanced approach to understand employee sentiment. Introduced a series of pulse surveys tailored to the unique challenges of the pandemic, societal issues, and company priorities. Launched DEI-focused listening sessions to provide a platform for broader support and discussion. Transitioned to a listening-first organization with a focus on delivering on the Employee Value Proposition (EVP). Achieved lowest voluntary turnover rate of 8.4% in 2023, down from 11.5% in 2019. Noted a +4 point increase in employee engagement since pre-pandemic.…

Ensure that employee feedback, especially from their extensive listening initiatives, is effectively translated into actionable improvements across the organization. Emphasized the "Feedback in Action" theme, encouraging leaders to actively engage with their teams to discuss survey results and identify areas for enhancement. Instituted HR Elevations Council to address widespread employee concerns at a company-wide level, focusing on solutions and unified communication strategies. Leveraged Perceptyx to pinpoint and address key employee issues, leading to initiatives like the Emergency Loan Program and enhanced financial coaching benefits.…

Integrate and align global team members with corporate culture and strategic priorities. Enhance the talent lifecycle, health & safety initiatives, and overall employee experience. Address challenges in merging cultures post-acquisition, ensuring smooth onboarding of new team members. Gathered feedback on communication effectiveness, talent lifecycle value, managerial interactions, team collaboration, health & safety initiatives, and overall employee experience. Implemented 30-day baseline and 90-day follow-up surveys to support cultural integration post-acquisition, complemented by focus groups for in-depth insights. Engaged in targeted discussions to identify improvement areas and gather innovative solutions from team members.…

Build a listening strategy and develop KPIs to guide continuous organizational improvement. Initiated a listening strategy built around engagement surveys in order to identify key areas for improvement, one of which was employee benefits. Developed an enhanced benefits program directly addressing employee needs based on engagement survey results and focus group feedback, set to roll out by August 2024. Will use future positive shifts in engagement metrics to validate subsequent listening strategy adjustments and improvements.

Improve empowerment in the field and demonstrate organizational responsiveness to employee feedback. Conducted an in-depth analysis of July survey results, followed by the implementation of significant organizational enhancements based on identified employee priorities. Announced improvements to employee benefits packages and added floating holidays in response to feedback, coupled with the initiation of an ongoing listening strategy. Launched an Engagement Action Plan Pulse Survey in November to evaluate the progress and impact of these initiatives. Achieved a higher-than-benchmark response rate on the Employee Engagement (EE) survey, indicating strong employee involvement and interest.…

Horizon’s retention strategy, Our Promise, is built on four pillars: Listen & Act, Recognize & Appreciate, Health, Safety & Belonging, and Learning & Development. Listening is the foundation for all of them.

Voluntary turnover dropped from 9.6% to 7.6%. Between August 2023 and January 2026, Horizon reduced voluntary turnover by 2 full percentage points, placing the organization 4.3 points below the national benchmark of 11.9% (Mercer Survey, 2024). Intent to stay climbed from 82% to 84%. The 2-point increase between 2024 and 2025 reflects growing confidence in the organization and a stronger sense of belonging driven by visible action on employee feedback. New-hire equipment readiness improved 6.5 points. The Day Zero Project lifted “My access/equipment was setup when I arrived” from 54.9% to 61.4%, with continued tracking toward the 77.5% industry benchmark.…

Resolve challenges integrating employee feedback due to significant organizational changes, including leadership shifts and restructuring. Address ongoing struggles with team cohesiveness, communication, and change management. Leveraged the People Insights Platform for extensive employee feedback capture across multiple listening events (onboarding, NPS, inclusion, engagement, and exit). Developed action plans based on survey insights, integrating these plans with leadership performance goals and compensation. Expanded use of dashboards for deeper data analysis across surveys, enhancing insights collection and visibility.…

Norton Healthcare takes employee experience data seriously. As Conrad Kresge, Manager of Employee Experience and Insights, has noted: "In the employee experience world, when it comes to healthcare, we try to treat our EX work like a business outcome." That mindset meant the workplace violence training gap demanded the same rigor as any other operational challenge.

Norton Healthcare launched a comprehensive, multi-layered response that combined enterprise-wide training with grassroots, employee-driven solutions. Risk-stratified workplace violence training. The organization developed comprehensive training to provide staff with the knowledge and skills needed to feel safe and prevent workplace violence incidents. The curriculum focused on incident prevention through verbal de-escalation as well as physical intervention techniques when incidents occur. Team members were placed into risk categories based on their specific job and the likelihood of that role being exposed to workplace violence.…

Norton Healthcare used its 2025 Employee Experience and Safety Survey to measure the efficacy of the training program and support resources. Training perceptions improved significantly. The item "I feel I have received adequate training to deal with an aggressive/violent individual" improved at a statistically significant rate for inpatient team members, rising +4.4 percentage points from prior year. Stress and burnout support perceptions improved. The Code Lavender standardization led to an improvement in the perception of stress and burnout resources, rising +3.1 percentage points. Inpatient staff turnover decreased.…

Emerging from the global pandemic, Renown Health sought to strengthen its employee engagement strategy. In 2021, the organization partnered with Perceptyx to implement a comprehensive listening program. This collaboration equipped Renown with the tools to navigate change, align its diverse workforce, and reinforce its commitment to a people-first culture.

The improvements in employee engagement have translated into tangible business outcomes for Renown. Petersen confirmed that the organization has seen improvements in its financial position correlated with the increases in engagement scores. Furthermore, Renown has maintained consistently high employee participation rates in its surveys, with the annual engagement survey achieving a 84% response rate. This high participation rate not only provides more comprehensive data but also reflects a workforce that feels heard and valued. Business outcomes like these drive home the power of Renown's comprehensive approach to employee listening and engagement.…

Align workplace culture with employees' evolving needs during significant organizational changes, including a large-scale merger. Action plan to maintain high engagement and a positive employee experience. Implemented a pre-merger listening strategy using Perceptyx’s M&A index Conducted detailed analyses for tailored action plans, and launched programs like their ‘Powering Global Markets’ events to integrate and reassure newly acquired teams. Developed a robust 5-year survey strategy, focusing on creating a safe to speak work environment and enhancing employee well-being with targeted surveys and toolkits.…

Over the past several years, Sharp HealthCare has committed to strengthening employee safety and well-being while navigating sustained operational pressures and evolving workforce risks. The organization recognized that "safety" needed to be addressed in a broader Total Worker Health sense: physical safety (injury prevention and exposure reduction), psychological safety (speak-up culture), and sustained well-being support.

Sharp HealthCare took a systemwide, integrated approach that ties employee listening insights to safety and well-being actions through enterprise strategy, governance, and dedicated well-being programming. Embedded workforce safety into enterprise strategy and operational prevention. Sharp incorporated safety goals into its multi-year strategy. They prioritized an injury prevention program, manager training and education on injury reporting and prevention, and laid out explicit focus areas such as slips/trips/falls and blood/body fluid reduction strategies. The plan benchmarks Total Case Incident Rates (TCIR) against federal healthcare medians, reinforcing a measurement mindset.…

FY25 results demonstrate a reinforcing cycle: consistent safety performance reduced avoidable harm, wellness infrastructure supported employees' ability to recover and sustain themselves at work, and employees responded with greater workforce stability. Employee retention improved significantly. Retention increased from 89.8% in FY24 to 91.6% in FY25, earning a top rating of 4 on the FY25 System Report Card under the People Pillar. This improvement occurred during a period of sustained operational and workforce pressure, reinforcing the importance of foundational employee safety and well-being as retention stabilizers. Safety performance remained consistently strong.…

Endeavor Health's strategic decision to integrate specialized surveys like Nursing Satisfaction and Culture of Safety with their main engagement surveys showcases their innovative approach to employee listening. This integration serves as more than just a procedural, check-the-box function; it embodies a commitment to a comprehensive understanding and improvement of the healthcare environment across the entire system. “Integrating these surveys doesn’t just help us save time and address immediate needs but also embeds a culture of continuous growth and learning,” said Laznowski.…

Since 2020, Endeavor Health has witnessed measurable improvements in engagement and response rates, thanks in part to the Perceptyx platform. “Tracking response rates and engagement scores and integrating them into our own scorecards has been a key part of our strategy, allowing us to set ambitious targets based on the insights gathered,” Laznowski shares. This methodical approach to engagement surveys has enabled Endeavor Health to drill down further by rolling out organization-wide engagement conversations directed by its leaders. Here, significant strides have been made in enhancing team members' sense of accomplishment and pride in the organization via these targeted, leader-led engagement conversations.…

Comcast's partnership with Perceptyx spans many years and reflects a long-term commitment to employee feedback. One early challenge was mapping Comcast's complex organizational structure. "The most complicated thing was our very complex reporting hierarchy," Dan Fiedler, Comcast's Director of Employee Engagement, recalled. This complexity was due to the large and diverse nature of Comcast's workforce, spanning corporate employees who were largely desk-bound, in-office and virtual, to front-line workers across various field locations. Despite these initial hurdles, teams for both organizations persevered.…

The insights gained from Perceptyx have directly contributed to tangible business outcomes for Comcast. "We saw scores from one of our business units decline while all the others were showing increases in engagement," Geckle recalled. "And we just had our regroup meeting with them last week. They really leaned in to action planning and were able to see a lot of improvement this year, they saw rebounds." These improvements were not just in survey scores but in quantifiable business performance. By focusing on areas identified through employee feedback, such as compensation, leadership development, and career growth opportunities, Comcast has seen significant improvements in employee retention and performance.…

Identify and elevate the awareness of creating psychological safety in speaking up within the organization as an opportunity to continuously improve based upon survey data from team members. Conducted in-depth analyses of survey results, focusing on departments with notably high and low scores on the “safe to speak” item. Engaged in qualitative interviews with a broad spectrum of team members to gather insights on fostering greater psychological safety. Developed leader and team member toolkits based on successful practices identified in high-performing teams. Initiated manager roundtables to encourage knowledge sharing and collaborative problem-solving among leaders.…

“Not only have our employee metrics improved since we’ve rolled out our employee voice process, but we’ve also seen an improvement in our patient experience metrics,” said Joel Yuhas, president and CEO of UCHealth Memorial Hospital and UCHealth Southern Colorado.

As part of its ongoing employee listening program, UCHealth now surveys employees three times per year, including follow-up pulse surveys to ensure leaders are sharing results with their teams and acting on those responses. Each survey is open for two weeks and includes an open-ended question that allows employees to provide valuable, earnest feedback as well as vote on the responses of other employees. This crowdsourcing of opinions helps the hospital system determine what’s most important to the majority of its employees and what actions they can take in response.

The University of Miami faced an engagement challenge shaped by workforce complexity, pandemic after-effects, and eroded trust in how faculty and staff voices were heard.

The University launched the Powered by You Comprehensive Engagement Program, designed not as a one-time survey, but as an ongoing commitment embedded in how the institution leads and operates. The program introduced a consistent listening cadence that established baseline data and enabled trend tracking over time. This created a shared understanding of the faculty and staff experience across the institution and allowed leaders to focus on a small number of shared priorities rather than broad or disconnected efforts.…

Powered by You was designed to drive sustained progress rather than produce instant results, and the outcomes reflect that approach. Participation rebuilt trust in the process. Response rates increased steadily as faculty and staff experienced continuous listening and saw that their feedback led to visible action: Engagement improved in meaningful ways. The Engagement Index rose in each year of the program: While progress varied across units and employee groups, the trend data reinforced an important lesson: sustained focus on a small number of shared priorities drives greater impact than one-time or overly broad efforts. Cultural shifts took hold.…

Before 2018, UW Health struggled with a fragmented approach to employee surveys. Multiple departments — spanning DEI, Safety Culture, Nursing Satisfaction, and more — created their own surveys, resulting in over 150 questions. Employees experienced survey fatigue and confusion, while leaders grappled with scattered feedback and minimal clarity on where to prioritize action for improvements. Compounding these challenges, senior leaders lacked a cohesive strategy to unify their commitment to employee engagement.

UW Health established an Employee Voice Listening Core Team within HR, creating a single point of oversight for all listening efforts. Key components of the new program included: Consolidated Survey Strategy: Combined DEI, Culture of Safety, Nurse Satisfaction, and Engagement into one annual experience survey, reducing questions from 130 to 55 Lifecycle Listening: Introduced onboarding checkpoints and adopted Perceptyx’s exit surveys to track feedback throughout the employee journey Leadership Alignment: Collaborated on creating an annual calendar of HR events and listening opportunities, ensuring senior leaders stayed informed about survey timelines and accountable for action plans Focused Leader Tools & Routines: Perceptyx dashboards and embedded l…

After combining multiple siloed surveys into a single, focused employee experience survey, UW Health quickly saw a rise in engagement. The unified approach yielded a 4.2% lift in the engagement index from the first consolidated survey to the second — an indicator that employees valued having one clear channel for sharing feedback. Leaders played a role in making these improvements tangible. In 2023, 38% of them prioritized health and well-being on their action plans, resulting in a 5.4% increase in well-being scores by 2024. Another 21% concentrated on improving senior leadership’s communication of UW Health’s vision, which rose by 5.93% within the same timeframe.…

Unify its employee engagement efforts across various business units and settings, including fieldwork with patients. Transitioned to Perceptyx's People Insights Platform, enabling a comprehensive approach to employee engagement surveys, lifecycle surveys, and targeted manager feedback collection. Captured more nuanced employee feedback, driving an overarching employee experience strategy that is responsive to the unique needs of its diverse workforce. Implemented targeted improvements in areas such as awards and recognition, performance management, and career growth and development, based on insights gained from listening events. Standardized organizational action planning with the “1-2-3” action planning tool in the People Insights Platform.

Zurich launched a powerful census survey focusing on efficiency and impact. The approach balanced brevity with depth: 28 sentiment questions and one open question in 2023 Expanded to 30 sentiment questions and two open responses in 2024 Manager dashboards for teams of six or more Curated action steps and learning resources linked to survey themes Working with Perceptyx, they analyzed how internal mobility influenced engagement, retention, and career progression. This data is helping shape their employee experience strategy while supporting sustainability goals.

The redesigned survey program resonated with employees across Zurich's global operations. Participation rose to 85% in 2024, reflecting growing trust in the feedback process. Survey scores consistently surpassed high-performance and industry benchmarks. HR and Business Leaders actively engaged with the results platform, averaging four accesses per user in the two months after release. This engagement enabled them to translate data-driven insights into targeted improvements and scaling of best practices across the organization.